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Globalisation as Localisation: A Model for Measuring Cultural Diversity
Originally published in December 2004 issue of Localisation Focus. To learn more about Localisation Focus, click here.
To globalise or to localise? That is the question. Here, Gary Muddyman
takes a look at globalisation as localisation and how business managers
and localisers must plan and think within the dimension of their target
markets in order to ensure a successful localisation campaign.
To many, “globalisation” is just one of the countless buzzwords
permeating the business world today. Despite its
prevalence, however, many – if not most – business people have no
real understanding of what globalisation actually means. Ask a
typical businessperson to define it, and you’re likely to get a vague
commentary on the top international brands – like Coca Cola,
McDonalds and Disney – but no real definition of globalisation
itself.
For those of us in the localisation industry, the need to understand
the process of globalisation is critical. Whether you are the
localisation expert yourself or the client manager responsible for
multinational initiatives, a fuzzy concept of what globalisation
entails will eventually lead to failure. Yet, a debate among many
multinationals continues to rage: To globalise or to localise?
That is the question, and the answer is far more complex than a
buzzword’s semantics.
The complexity lies in the need to include local cultural issues
in every multinational program. Whether it is predominantly
global, international or local in design, every intercultural initiative
is also a localisation campaign, and the boundaries between
globalisation, internationalisation and localisation are frequently
blurred. Global and international campaigns that ignore local
sensitivities will, at best, be less effective than intended or, at
worst, fail completely. As former German Chancellor Willy
Brandt said, “If I’m selling to you, I speak your language. If I’m
buying, dann müssen Sie Deutsch sprechen.”
But flawless translation isn’t enough to ensure a successful localisation
campaign. For maximum effectiveness, business managers
and localisers must plan and think within the dimensions of their
target markets. The challenge is to identify what these dimensions
actually are, rather than to assume the source messages will convey
their intended connotations in foreign markets.
Dutch psychologist, Geert Hofstede, conducted a comprehensive
study on how workplace values are influenced by culture.
After analysing more then 100,000 people in 50 countries around
the world, Professor Hofstede has developed a model that differentiates
cultures according to five measurable dimensions: Power
Distance, Individualism, Masculinity, Uncertainty Avoidance, and
Long-Term Orientation. Understanding how these five cultural
dynamics are structured in diverse target markets can help globalisers
and localisers alike avoid serious pitfalls.
Power Distance Index (PDI)
focuses on the degree of equality,
or inequality, between
people in a specific society. A
high PDI ranking indicates
inequalities of power and
wealth within the society. A
low PDI suggests a society that
de-emphasises the differences
between citizens’ power and
wealth.
Individualism measures
the degree the society reinforces
individual achievement.
A high Individualism ranking indicates that individuality and personal
rights are paramount within the society. A low
Individualism ranking typifies societies of a more collectivist
nature, cultures that reinforce extended families and shared
responsibility.
Masculinity addresses the degree the society does or does not
reinforce the traditional masculine role model of work-related
achievement, control, and power. High Masculinity societies are
marked by strong gender differentiation, and males dominate the
culture’s power structure. A low Masculinity ranking indicates
the country has a minimal level of differentiation and discrimination
between genders.
Uncertainty Avoidance Index (UAI) focuses on the level of tolerance
for uncertainty and ambiguity within the society. A high
UAI describes a culture that dislikes unstructured situations, laying
the foundation for a society with excessive laws, regulations
and controls. A low UAI indicates the country has less concern
about ambiguity and more tolerance for a variety of opinions and
social risks.
Long-Term Orientation (LTO) describes the degree the
society embraces, or disregards, a long-term devotion to traditional
values and commitments. A high LTO indicates a culture
with a strong work ethic and an inclination to honour its
long-term commitments, but businesses may take longer to
develop in this society, particularly for an “outsider”. A low
LTO indicates the country has a short-term, non-traditional
orientation. In this culture, change can occur more rapidly
because traditions and prior commitments are not an impediment.
Professor Hofstede’s model gives businesses, to quote the professor
himself, “the edge of understanding” required to duplicate
success in other cultures and languages. Whether the question is
to globalise or to localise, the answer is always to empower your
message with cultural sensitivity.
Gary Muddyman is Managing Director of Oxford Conversis, a Bicester,
England-based provider of Localisation, Translation and Interpretation
(LTI) services. He can be reached at gary.muddymanNOSPAM@oxford-convensis.com (remove NOSPAM to email).
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